Maintenance - Introduction to Lean Visual ... - Highways Agency
Maintenance - Introduction to Lean Visual ... - Highways Agency Maintenance - Introduction to Lean Visual ... - Highways Agency
Implementing Lean Visual ManagementImplementing Lean Visual ManagementThe first step in implementing Lean Visual Managementis the determination and measurement of appropriateteam-specific performance measures so that the teamcan determine their baseline for improvement.Determine thebaseline forimprovementOnce suitable performance measures have beendetermined, teams can begin to develop their individualVisual Displays. This development will focus on theagreement of the information that best informs the teamand which will enable performance improvement activity.Developthe VisualDisplayWhen teams have their Visual Displays in place, theycan begin to hold regular Stand-up Meetings. Teams willsoon become familiar with Stand-up Meetings and theiruse will start to become second nature.HoldStand-upMeetingsAs the use of Stand-up Meetings matures, teams willfind that they are spending less and less time reportingindividual progress updates and more time focusing onperformance measures and improvement activity - due tothe increased efficiency of meetings over time.Focus onperformanceimprovementWhen teams reach a position where performancemeasures and improvement activity are a part of theirdaily routine they need to ensure Stand-Meetings andVisual Displays are maintained and that performanceimprovement continues - teams should periodically reviewteam performance against the original baseline forimprovement to see what has been achieved to date.MaintainPage 23Any printed copy of this document is considered uncontrolled. Controlled documents are maintainedelectronically and can be found on the Highways Agency’s PartnerNET at www.ha-partnernet.org.uk
Implementing Lean Visual ManagementThings you might hearThere are a number of phases that you might hear when first implementing LeanVisual Management. These are normally based on the perceptions (andmisconceptions) of people before engagement, education and training (which iswhy these are so important to successful implementation). It is worth rememberingthat people normally have a healthy scepticism about new ideas that onlymanifests itself because they want to be sure that those ideas are sound.This won’twork hereThe idea that Lean is only suited to manufacturingprocesses is a common misconception. Since itsinception, Lean methodology has been successfullyadopted across a wide range of industries includingaerospace, engineering, finance, research anddevelopment, and marketing.Lean is not a new concept, but one which has been aroundsince the early part of the 20 th century. Many of the tools thatare associated with modern Lean techniques were developedin the Japanese automotive industry at the end of the SecondWorld War. Since then, Lean methodology has proven itselfaround the world.This is justanother fadI will have towork harderand fasterLean isn’t about increasing the pace of work. It is aboutincreasing productivity by establishing ways in whichteams can work more efficiently, both individually andcollectively.Page 24Any printed copy of this document is considered uncontrolled. Controlled documents are maintainedelectronically and can be found on the Highways Agency’s PartnerNET at www.ha-partnernet.org.uk
- Page 1 and 2: Safe roads, Reliable journeys, Info
- Page 3 and 4: ContentsAbout this Guidance NoteWha
- Page 5 and 6: What’s in it for You?The benefits
- Page 7 and 8: Lean Visual ManagementWhat is Lean
- Page 10 and 11: Visual DisplaysContentYour Visual D
- Page 12 and 13: Visual DisplaysExamplesExamples of
- Page 14 and 15: Performance ImprovementConcern, Cau
- Page 16 and 17: Performance ImprovementThe Four Fol
- Page 18 and 19: Performance ImprovementBefore movin
- Page 20 and 21: Stand-up MeetingsMore than a notice
- Page 22 and 23: Stand-up MeetingsVisual Displays ar
- Page 24 and 25: Stand-up MeetingsStand-up Meetings
- Page 28 and 29: Enhancing Lean Visual ManagementWhi
- Page 30 and 31: AppendicesAppendix A: Example Conce
- Page 32: © Crown copyright 2010. You may re
Implementing <strong>Lean</strong> <strong>Visual</strong> ManagementThings you might hearThere are a number of phases that you might hear when first implementing <strong>Lean</strong><strong>Visual</strong> Management. These are normally based on the perceptions (andmisconceptions) of people before engagement, education and training (which iswhy these are so important <strong>to</strong> successful implementation). It is worth rememberingthat people normally have a healthy scepticism about new ideas that onlymanifests itself because they want <strong>to</strong> be sure that those ideas are sound.This won’twork hereThe idea that <strong>Lean</strong> is only suited <strong>to</strong> manufacturingprocesses is a common misconception. Since itsinception, <strong>Lean</strong> methodology has been successfullyadopted across a wide range of industries includingaerospace, engineering, finance, research anddevelopment, and marketing.<strong>Lean</strong> is not a new concept, but one which has been aroundsince the early part of the 20 th century. Many of the <strong>to</strong>ols thatare associated with modern <strong>Lean</strong> techniques were developedin the Japanese au<strong>to</strong>motive industry at the end of the SecondWorld War. Since then, <strong>Lean</strong> methodology has proven itselfaround the world.This is justanother fadI will have <strong>to</strong>work harderand faster<strong>Lean</strong> isn’t about increasing the pace of work. It is aboutincreasing productivity by establishing ways in whichteams can work more efficiently, both individually andcollectively.Page 24Any printed copy of this document is considered uncontrolled. Controlled documents are maintainedelectronically and can be found on the <strong>Highways</strong> <strong>Agency</strong>’s PartnerNET at www.ha-partnernet.org.uk
Change language